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* * Chapter Seven Management and Leadership Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGra...
WHAT IS MANAGEMENT? * * Four Functions of Management  <ul><li>Management --  The process used to accomplish organizational...
TODAY’S MANAGERS * * Managers’ Roles Are Evolving <ul><li>Younger and more progressive. </li></ul><ul><ul><li>Growing numb...
FOUR FUNCTIONS of  MANAGEMENT * * Four Functions of Management  <ul><ul><li>Planning </li></ul></ul><ul><ul><li>Organizing...
PLANNING <ul><li>**SET GOALS </li></ul><ul><li>**DEVEL STRATEGIES TO MEET THESE GOALS </li></ul><ul><li>**DETERMINE RESOUR...
ORGANIZING <ul><li>**ALLOCATE RESOURCES </li></ul><ul><li>**PREPARE A STRUCTURE </li></ul><ul><li>**RECRUIT, SELECT, TRAIN...
LEADING <ul><li>**GUIDE AND MOTIVATE EMPL </li></ul><ul><li>**GIVE ASSIGNMENTS </li></ul><ul><li>**EXPLAIN ROUTINES, WHY D...
CONTROLLING <ul><li>**MEAS. RESULTS AGAIN CORP. OBJECTIVES </li></ul><ul><li>**MONITOR PERFORMANCE </li></ul><ul><li>**REW...
SHARING the VISION * * Planning & Decision Making <ul><li>Vision --  More than a goal, it’s a broad explanation of why the...
DEFINING THE MISSION * * Planning & Decision Making <ul><li>Mission Statement --  Outlines the organization’s fundamental ...
SETTING  GOALS and OBJECTIVES * * Planning & Decision Making <ul><li>Goals --  The broad, long-term accomplishments an org...
PLANNING ANSWERS  FUNDAMENTAL QUESTIONS * * Planning & Decision Making <ul><ul><li>What is the situation now? </li></ul></...
SWOT MATRIX * * Planning & Decision Making LG3 7-
FORMS OF PLANNING <ul><li>I.  Strategic </li></ul><ul><li>II.  Tactical </li></ul><ul><li>III.  Contingency </li></ul><ul>...
STRATEGIC and TACTICAL  PLANNING * * Planning & Decision Making <ul><li>Strategic Planning --  Done by top management and ...
OPERATIONAL and CONTINGENCY PLANNING * * Planning & Decision Making <ul><li>Operational Planning --  The process of settin...
PLANNING FUNCTIONS * * Planning & Decision Making LG3 7-
DECISION MAKING * * Decision Making: Finding the Best Alternative <ul><li>Decision Making --  Choosing among two or more a...
RATIONAL DECISION-MAKING  MODEL * * Decision Making: Finding the Best Alternative <ul><ul><ul><li>Define the situation. </...
PROBLEM SOLVING * * Decision Making: Finding the Best Alternative <ul><li>Problem Solving --  The process of solving the e...
ORGANIZATIONAL CHARTS * * Organizing: Creating a Unified System <ul><li>Organization Chart --  A visual device that shows ...
MANAGEMENT LEVELS * * Organizing: Creating a Unified System <ul><ul><li>Top Management --  The highest level, consists of ...
TOP MANAGEMENT * * Organizing: Creating a Unified System <ul><ul><ul><li>Chief Executive Officer (CEO) </li></ul></ul></ul...
MANAGERIAL SKILLS * * <ul><ul><ul><li>Technical Skills --  The ability to perform tasks in a specific discipline or depart...
STAFFING * * Staffing: Getting and Keeping the Right People <ul><ul><ul><li>Staffing --  Recruiting, hiring, motivating an...
LEADERSHIP * * Leading: Providing Continuous Vision and Values. <ul><ul><ul><li>Leaders must: </li></ul></ul></ul><ul><ul>...
LEADERSHIP STYLES * * Leadership Styles <ul><ul><ul><li>Autocratic Leadership --  Making managerial decisions without  con...
WORK SMARTER How to Ease Pressure on Workers * * Source: BusinessWeek,  www.businessweek.com .  <ul><li>Manage output inst...
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Chap007

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Intro to Bus chapter 7 power point

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Chap007

  1. 1. * * Chapter Seven Management and Leadership Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
  2. 2. WHAT IS MANAGEMENT? * * Four Functions of Management <ul><li>Management -- The process used to accomplish organizational goals through planning, organizing, leading and controlling people and other organizational resources. </li></ul>LG2 7-
  3. 3. TODAY’S MANAGERS * * Managers’ Roles Are Evolving <ul><li>Younger and more progressive. </li></ul><ul><ul><li>Growing numbers of women. </li></ul></ul><ul><ul><li>Fewer from elite universities. </li></ul></ul><ul><li>Emphasis is on teams and team building. </li></ul><ul><li>Managers need to be skilled communicators and team players. </li></ul>LG1 7-
  4. 4. FOUR FUNCTIONS of MANAGEMENT * * Four Functions of Management <ul><ul><li>Planning </li></ul></ul><ul><ul><li>Organizing </li></ul></ul><ul><ul><li>Leading </li></ul></ul><ul><ul><li>Controlling </li></ul></ul>LG2 7-
  5. 5. PLANNING <ul><li>**SET GOALS </li></ul><ul><li>**DEVEL STRATEGIES TO MEET THESE GOALS </li></ul><ul><li>**DETERMINE RESOURCES NEEDED </li></ul><ul><li>**SET PRECISE STANDARDS </li></ul>
  6. 6. ORGANIZING <ul><li>**ALLOCATE RESOURCES </li></ul><ul><li>**PREPARE A STRUCTURE </li></ul><ul><li>**RECRUIT, SELECT, TRAIN, AND DEVEL EMPL </li></ul><ul><li>DEALS WITH HOW EVERYONE AND EVERYTHING WORKS TOGETHER </li></ul>
  7. 7. LEADING <ul><li>**GUIDE AND MOTIVATE EMPL </li></ul><ul><li>**GIVE ASSIGNMENTS </li></ul><ul><li>**EXPLAIN ROUTINES, WHY DO WE DO IT A CERTAIN WAY </li></ul><ul><li>**CLARIFY POLICIES </li></ul><ul><li>**PERFORMANCE FEEDBACK </li></ul>
  8. 8. CONTROLLING <ul><li>**MEAS. RESULTS AGAIN CORP. OBJECTIVES </li></ul><ul><li>**MONITOR PERFORMANCE </li></ul><ul><li>**REWARD OUTSTANDING PERFORMANCE </li></ul><ul><li>**TAKE CORRECTIVE ACTION </li></ul>
  9. 9. SHARING the VISION * * Planning & Decision Making <ul><li>Vision -- More than a goal, it’s a broad explanation of why the organization exists and where it’s trying to go. </li></ul>LG3 7-
  10. 10. DEFINING THE MISSION * * Planning & Decision Making <ul><li>Mission Statement -- Outlines the organization’s fundamental purposes. It includes: </li></ul><ul><ul><ul><li>The organization’s self–concept. </li></ul></ul></ul><ul><ul><ul><li>Its philosophy. </li></ul></ul></ul><ul><ul><ul><li>Long–term survival needs. </li></ul></ul></ul><ul><ul><ul><li>Customer needs. </li></ul></ul></ul><ul><ul><ul><li>Social responsibility. </li></ul></ul></ul><ul><ul><ul><li>Nature of the product or service. </li></ul></ul></ul>LG3 7-
  11. 11. SETTING GOALS and OBJECTIVES * * Planning & Decision Making <ul><li>Goals -- The broad, long-term accomplishments an organization wishes to attain. </li></ul><ul><li>Objectives -- Specific, short-term statements detailing how to achieve the organization’s goals. </li></ul>LG3 7-
  12. 12. PLANNING ANSWERS FUNDAMENTAL QUESTIONS * * Planning & Decision Making <ul><ul><li>What is the situation now? </li></ul></ul><ul><ul><ul><li>SWOT Analysis -- Analyzes the organization’s S trengths, W eaknesses, O pportunities and T hreats. </li></ul></ul></ul><ul><ul><li>How can we get to our goal from here? </li></ul></ul><ul><ul><ul><li>Strategic planning </li></ul></ul></ul><ul><ul><ul><li>Tactical planning </li></ul></ul></ul><ul><ul><ul><li>Operational planning </li></ul></ul></ul><ul><ul><ul><li>Contingency planning </li></ul></ul></ul>LG3 7-
  13. 13. SWOT MATRIX * * Planning & Decision Making LG3 7-
  14. 14. FORMS OF PLANNING <ul><li>I. Strategic </li></ul><ul><li>II. Tactical </li></ul><ul><li>III. Contingency </li></ul><ul><li>IV. Operational </li></ul>
  15. 15. STRATEGIC and TACTICAL PLANNING * * Planning & Decision Making <ul><li>Strategic Planning -- Done by top management and determines the major goals of the organization and the policies, procedures, strategies and resources it will need to achieve them. </li></ul><ul><li>Tactical Planning -- The process of developing detailed, short-term statements about what is to be done, who is to do it and how. </li></ul>LG3 7-
  16. 16. OPERATIONAL and CONTINGENCY PLANNING * * Planning & Decision Making <ul><li>Operational Planning -- The process of setting work standards and schedules necessary to implement the company’s tactical objectives. </li></ul>LG3 <ul><li>Contingency Planning -- The process of preparing alternative courses of action the firm can use if its primary plans don’t work out. </li></ul>7-
  17. 17. PLANNING FUNCTIONS * * Planning & Decision Making LG3 7-
  18. 18. DECISION MAKING * * Decision Making: Finding the Best Alternative <ul><li>Decision Making -- Choosing among two or more alternatives. </li></ul>LG3 7-
  19. 19. RATIONAL DECISION-MAKING MODEL * * Decision Making: Finding the Best Alternative <ul><ul><ul><li>Define the situation. </li></ul></ul></ul><ul><ul><ul><li>Describe and collect needed information. </li></ul></ul></ul><ul><ul><ul><li>Develop alternatives. </li></ul></ul></ul><ul><ul><ul><li>Develop agreement among those involved. </li></ul></ul></ul><ul><ul><ul><li>Decide which alternative is best. </li></ul></ul></ul><ul><ul><ul><li>Do what is indicated. </li></ul></ul></ul><ul><ul><ul><li>Determine whether the decision was a good one and follow up. </li></ul></ul></ul>LG3 7-
  20. 20. PROBLEM SOLVING * * Decision Making: Finding the Best Alternative <ul><li>Problem Solving -- The process of solving the everyday problems that occur; less formal than decision making and needs quicker action. </li></ul><ul><ul><li>Problem-solving techniques include brainstorming and PMI -- Listing all the pluses for a solution in one column, all the minuses in another and the implications in a third. </li></ul></ul>LG3 7-
  21. 21. ORGANIZATIONAL CHARTS * * Organizing: Creating a Unified System <ul><li>Organization Chart -- A visual device that shows relationships among people and divides the organization’s work; it shows who reports to whom. </li></ul>LG4 7-
  22. 22. MANAGEMENT LEVELS * * Organizing: Creating a Unified System <ul><ul><li>Top Management -- The highest level, consists of the president and other key company executives who develop strategic plans. </li></ul></ul><ul><ul><li>Middle Management -- Includes general managers, division managers, and branch and plant managers who are responsible for tactical planning and controlling. </li></ul></ul><ul><ul><li>Supervisory Management -- Those directly responsible for supervising workers and evaluating daily performance. </li></ul></ul>LG4 7-
  23. 23. TOP MANAGEMENT * * Organizing: Creating a Unified System <ul><ul><ul><li>Chief Executive Officer (CEO) </li></ul></ul></ul><ul><ul><ul><ul><li>Introduces change into an organization. </li></ul></ul></ul></ul><ul><ul><ul><li>Chief Operating Officer (COO) </li></ul></ul></ul><ul><ul><ul><ul><li>Implements CEO’s changes. </li></ul></ul></ul></ul><ul><ul><ul><li>Chief Financial Officer (CFO) </li></ul></ul></ul><ul><ul><ul><ul><li>Obtains funds, plans budgets, collects funds, etc. </li></ul></ul></ul></ul><ul><ul><ul><li>Chief Information Officer (CIO) </li></ul></ul></ul><ul><ul><ul><ul><li>Gets the right information to the right people so decisions can be made. </li></ul></ul></ul></ul>LG4 7-
  24. 24. MANAGERIAL SKILLS * * <ul><ul><ul><li>Technical Skills -- The ability to perform tasks in a specific discipline or department. </li></ul></ul></ul>Tasks and Skills at Different Levels of Management LG4 <ul><ul><ul><li>Human Relations Skills -- Skills that involve communication and motivation; they enable managers to work through and with people. </li></ul></ul></ul><ul><ul><ul><li>Conceptual Skills -- Skills that involve the ability to picture the organization as a whole and the relationship among its various parts. </li></ul></ul></ul>7-
  25. 25. STAFFING * * Staffing: Getting and Keeping the Right People <ul><ul><ul><li>Staffing -- Recruiting, hiring, motivating and retaining the best people available to accomplish the company’s objectives. </li></ul></ul></ul><ul><ul><ul><li>Recruiting good employees is critical. </li></ul></ul></ul><ul><ul><ul><li>Many people are not willing to work at companies unless they are treated well with fair pay. </li></ul></ul></ul>LG4 7-
  26. 26. LEADERSHIP * * Leading: Providing Continuous Vision and Values. <ul><ul><ul><li>Leaders must: </li></ul></ul></ul><ul><ul><ul><li>Communicate a vision and rally others around that vision. </li></ul></ul></ul><ul><ul><ul><li>Establish corporate values. </li></ul></ul></ul><ul><ul><ul><li>Promote corporate ethics. </li></ul></ul></ul><ul><ul><ul><li>Embrace change. </li></ul></ul></ul><ul><ul><ul><li>Stress accountability and responsibility </li></ul></ul></ul>LG5 7-
  27. 27. LEADERSHIP STYLES * * Leadership Styles <ul><ul><ul><li>Autocratic Leadership -- Making managerial decisions without consulting others. </li></ul></ul></ul><ul><ul><ul><li>Participative or Democratic Leadership -- Managers and employees work together to make decisions. </li></ul></ul></ul><ul><ul><ul><li>Free-Rein Leadership -- Managers set objectives and employees are free to do whatever is appropriate to accomplish those objectives. </li></ul></ul></ul>LG5 7-
  28. 28. WORK SMARTER How to Ease Pressure on Workers * * Source: BusinessWeek, www.businessweek.com . <ul><li>Manage output instead of hours. </li></ul><ul><li>Train workers to be ready for a more complex corporate structure. </li></ul><ul><li>Allow lower-level managers to make decisions. </li></ul><ul><li>Use new technology to foster teamwork. </li></ul><ul><li>Shift hiring emphasis to collaboration. </li></ul>Empowering Workers LG5 7-

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